28 Registered Architects

(including 1 Computer Systems Manager, 1 Specification Writer, & 8 LEED Accredited Professionals)

14 Intern Architects and Architectural Technicians

(includes 2 LEED Accredited Professional)

21 Registered Engineers

(includes Mechanical, Electrical, Civil, Structural, Fire Protection, & 6 LEED Accredited Professionals)

23 Intern Engineers and Engineering Technicians

(includes 1 LEED Accredited Professional)

5 Construction Administration Personnel

(includes 1 LEED Accredited Professional)

4 Interior Designers

(includes 1 LEED Accredited Professional)

4 CADD Expert/Network Support

15 Administrative Support Personnel

(includes 2 LEED Accredited Professional)

2 Facilities Services Consultants

(includes 1 LEED Accredited Professional)

TEAM

BROAD EXPERIENCE

Multiple project types

• Master Planning

• Industrial/Manufacturing

• Corporate/Office

• Educational

• Healthcare

• Commercial/Retail

• Institutional/Correctional

• Religious

• Hotel/Multi-family Housing

• Mixed-use

• Financial

Multiple client types

• State and Local Government

• Federal Government

• Private - individuals and companies

• Contractors / Design Build

• Corporate

• Public Boards

• Design Professionals

• Developers

• Lending Institutions

SUSTAINABLE DESIGN

NOTABLE EXAMPLES

• University of Arkansas, Innovation Center -

Certified (The first building in Arkansas to achieve LEED

Certification)

• Winrock International Headquarters* -Gold

• Clinton Presidential Center* - Platinum

• Pulaski Heights United Methodist Church

Expansion - Certified

• Heifer Project International Headquarters* -

Platinum

(projects marked with an asterisk indicate engineering services

provided by Cromwell as part of a design team)

LEED Accredited

Professionals on staff

Projects LEED

Certified or seeking

LEED Certification

21

50

NATIONAL/INTERNATIONAL

EXPERIENCE

England

Germany

Japan

Korea

Philippines

Belgium

Italy

Portugal

Achieving Energy Efficient Facilities

through Best Known Maintenance

Practices

Erik Swindle, CFM, GCP, LEED GA

12/10/2015

7

ASBA Agenda

Introductions

Preventative to Predictive Maintenance Strategies

Maintenance Strategies – Sustainable Practices

Q & A

Swindle 101

2 Years – Baptist Health Systems

13 Years – Heifer International

Hired to Develop LR Campus

Managed 52 sites in 42 countries

Logistics to Construction

2014 Cromwell Journey Began

10

Gutters – Yes

Air Filters – Every Month

Hot H2O Heater – 2002 ( 13 years old)

Cond. Unit – 2015

Coils Cleaned – 4 times a year – cotton wood

Furnace – 2015

Garage – Labeled Accurately – 6 spares

Roof – 2008

Flex duct in 3 areas – each 6’ span

Erik’s Answers

11

If you answered yes to 6 out of 11 – Above Avg

Below 6 – Its time for a check list

Can be simple! And manageable!

Don’t get intimidated… ask for help!

..or use it as a “grounding measure for a teenager”

Reasons for the List

12

13

20% of operating costs can be reduced by proper

preventative management measures and proper long

range planning.

PROJECT

COSTS 3%

MAINTENANCE

COSTS 12%

OPERATIONAL

COSTS 85%

Facility Costs

Part 1.0 Preventative Maintenance to Predictive

Maintenance

14

Deferred maintenance is the practice of postponing maintenance activities such as repairs on both real property

(i.e. infrastructure) and personal property (i.e. machinery) in

order to save costs, meet budget funding levels, or realign

available budget monies.

What is deferred maintenance?

15

•For every $1 deferred maintenance = $4 needed

later in capital to replace

•On average a nonprofit |state entity |campuses

spending only .2% of annual budget on ongoing

maintenance

• (2.7%-1.5%) divided by (5%-.2%) =

1.3% divided by .3% = 4:1

What does deferred

maintenance cost ME?

16

What does a PM include?

17

New Tenants?

18

Ink Pen

Test!

19

So close

yet so

far

away?

20

Should we check our ceilings?

Or roof?

21

I have a feeling this still isn’t

right…

22

Preventative Maintenance

Who has the time and who needs

it?

23

Size of this facility?

Number of floors?

How Many Trained?

PM Check List Quiz?

24

•Proper Documentation

•Capture all critical components and processes

•Not always equipment

•Never such a thing as TOO much detail

•O & Ms!!!! Find them!

PM Strategies… Business

Continuity

25

PM Check List Example

26

•find a loose bolt for a reasonable cost before there is

mechanical looseness?

•see dirt buildup on an electrical motor before heat

increases?

•find the location of a leak in a pneumatic system?

•pinpoint a problem with a photocell that is knocked out of

alignment?

PM: Can your BAS System do

this?

27

These problems could somehow be found

accurately with a computer, but a properly trained

person would only need about 10-15 seconds to

see the problems

Continuing Education is KEY

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•Functional Test – “Kick the tires”

•Evaluate Operating Procedures – has the function or purpose changed

•Sound Test – “Your hearing is your friend”

Examples:

Lubrication to critical components

Alignment

Balancing

PM: Life-extending activities

29

•Pick a critical piece of equipment

•Determine the age

•When was the last time you completed a full

service PM

•Areas of improvement on procedure

PM: Life Extending Activity

exercise

30

Definition of OPTIMIZATION

: an act, process, or methodology of making

something (as a design, system, or decision) as

fully perfect, functional, or effective as possible;

specifically : the mathematical procedures (as

finding the maximum of a function) involved in this

What does that mean?

31

•Get equipment to intended design – There was a

rhyme and reason

•About gaining life expectancy of equipment

•PM Needs to be precise and specific for that

equipment

•Documentation also needs to be precise – Don’t

document for document sake

Optimize the design

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Part 2.0

Maintenance Strategies – Sustainable

Practices

33

•It’s not just about saving the environment!

•Doing a efficient job with limited resources

•LONG RANGE planning – THINK MACRO not MICRO

•Its about sustaining the operating dollar

•Business Continuity

What does it mean to be

sustainable?

34

Why the change?

Energy Consumption

36

HVAC 48%

Auxiliary motors

14%

Lighting 11%

Auxiliary euipment

10%

Misc 9%

Water heating 8%

Employee Health

38

39

Heifer International

•116,032 sq. ft.

•LEED Platinum- 17 other awards

•Operated on a 2008 budget until today

•Average Water Bill

•Challenges

40

•Native Landscape –

Inexpensive

•Capture the original

topography

•Maintenance? What

do you see?

41

“Low Hanging Fruit”

Take in consideration the following:

Time Spent on the same task

Invest in the FUTURE not the NOW

Lets start with lighting… There are options… So many options….

Fluorescent The Essentials

LED Lighting – Maintenance Hero

45

CLEAResults

•Entergy Customers – Incentive money for projects

•Lighting

•HVAC

•Cool Savers

•VFDS

•Controls

•Commissioning

…..And the list goes on and on.. AND FREE

Back to this Place…

Parking Lot Light Change What it was costing

$1000 a month

$25,000 in 2009 – 32 poles

CLEAResults

Present Day

Sustain Operations

…Documentation

47

Shifting gears…

48

The Next Step…Automate your

process!

Create a work order system

http://crom-max-prod.corp.cromwell.com/maximo/webclient/login/login.jsp

FAMIS

School Dude https://www.schooldude.com/

Maintenance Connection

http://www.maintenanceconnection.com/website/

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Automation System Cont…

Excel Spreadsheet

Document EVERYTHING

Collect all equipment

Age

Model | Serial

O & M

Maintenance Records

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More Automation?

•You bet… Take pictures of all equipment

•Document locations on floor plans

•Create a binder system

•BACK IT UP – SCANNED DOC IS YOUR FRIEND

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Info for the “C-Level”

•Documentation is Key

•Give the full picture – Not JUST immediate

need

•Know your numbers!

•Use the “big words” – {Hint } Business

Continuity

Questions..Concerns..

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